The view of managers, that is to say those who, in companies, hire and supervise, is extremely harsh on the new generations. According to an Odoxa/Baker Tilly study for the Think Forward festival organized this Tuesday, November 12 in Nantes, nearly 80% of decision-makers believe that young people are more difficult to supervise than their elders. “They are forced to adapt their management to meet the specific expectations of 18-34 year olds, particularly in terms of long-term motivation, work-life balance and personal development”notes Gaël Sliman, president of Odoxa. Otherwise what? “Phew… the young people would give up the company in one breath”, adds the sounder.
In fact, 85% of these same managers surveyed perceive young people as less attached to their company, judging them more inclined to change positions quickly. This perception highlights a major challenge for employers seeking stability within their teams: how to attract and retain young talent so as not to compromise long-term project management.
Read also: How do young people and seniors perceive themselves at work? What this study tells us
A loyalty in question
Young people have not become, far from it, allergic to work. For a large third of them questioned in this same survey, they consider it essential to their personal development. But they do not believe in “work as a passion”: 56% think that doing a job they are passionate about is, at best, a bonus “not necessary” (39%) or, at worst, something useless.
These figures reflect an evolution in the values and professional expectations of new generations, as Gaël Sliman explains: “Young people are looking more for life balance and meaning in their professional activities, rather than a simple upward career path. » While in his work Getting out of a job that no longer pays (Éditions de l’aube), Antoine Foucher, specialist in social issues, recalls: “Today's working population is the first generation since 1945 who will work as much, or even more, than their parents, and without having the hope of living much better than them.”
According to the Odoxa study, the main drivers of motivation at work for young people are, in this order, both remuneration (40%) and personal development (35%). Job security matters very little (9%) to them, and they all agree on the size of their ideal company… less than 50 employees, a human size.
Towards a necessary adaptation of businesses
These results highlight a significant generational gap. To attract and retain young people, companies will have to rethink their managerial practices and adapt to the aspirations of new generations, by promoting individual listening to the collective good word. The Think Forward 2024 festival, organized by OPA and Ouest-France/API, this Tuesday, November 12 in Nantes, will address these crucial issues for the future of the professional world.
